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Reviews the latest learning and development books across the globe and pinpoints practical implications.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Innovation is essential for organizations and individuals to meet the challenges of global change and competition. This is an easy to read, lively book that delivers on its promise to make innovation understandable and accessible. Scott Anthony writes in a conversational style and uses footnotes to add insights and personal thoughts. The book begins by explaining that the ability to innovate can be improved by studying and applying patterns. This idea, adopted from Clayton Christensen, Harvard Business School professor and author of The Innovators's Dilemma, serves as a guide for the book.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This Masterclass considers the lessons of two recent important books have contrasting but complementary insights to offer to company leaders and strategists on how to improve the odds for developing successful innovations in response to game changes in markets.”

In Dual Transformation: How to Reposition Today’s Business While Creating the Future (2017), disruptive innovation experts, Scott Anthony, Clark Gilbert and Mark Johnson offer corporate leaders a “dual transformation” template for simultaneously repositioning the traditional core business in the face of disruptive change, while also creating new businesses to harness the growth potential typically unlocked by such disruption. In The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation (2017), innovation guru, David Robertson, and his collaborator, Kent Lineback, offer companies a “third way” for coping with historic market inflections by innovating around a core product to make it more compelling, rather than having to choose between attempting the radical or incremental innovation of the product itself.

The most powerful message that both books featured in this masterclass have to offer is that while it may be true, as they go on to observe, that large companies can’t innovate faster than the market, they can learn “to innovate better than the market,” through more imaginative use of legacy products, platforms and assets.

A “third way” to cope with market disruption is based on innovating around the core product, by surrounding it with a set of complementary innovations, rather than re-featuring the product itself. All of the complementary innovations operate together with the product “as a system or family to satisfy a compelling promise to the customer.”

Both Dual Transformation and The Power of Little Ideas, present different, but far from mutually exclusive, innovation strategies that can help many more great companies to survive disruptive competition.

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Today's chief executives, marketers and R&D staff might be forgiven if they sometimes think they have stumbled into Alice's Wonderland by mistake and are having a worse time of it than she did, as they try to come to terms with the vagaries of those not‐easily‐satisfied or understood characters called “the customer”.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is a truth universally acknowledged that a large multinational corporation in possession of a good fortune will want a clear environmental strategy. What is less clear is whether desire comes before or after the bottom line. Many companies are able to create value from their environmental credentials or indeed their environmental innovations, which are used to enhance their offer and propel them towards growth and profitability. Many more, one suspects, pay lip service to such commitments and do the minimum their corporate social responsibility and environmental management advisors say they have to do.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.